Impact of Organizational Culture and Employee Engagement on
Intention to Quit Among Medical Professionals During Covid -19
Pandemic
AMEEN ALHARBI
College of Business Administration,
University of Business and Technology,
Jeddah,
SAUDI ARABIA
Abstract: - Maintaining proactive health workers having the capabilities to be top performers is acknowledged
as a pre-requisite for the long-term success and sustainability of expert doctors in hospitals in lieu of COVID-
19 standardised procedures. The present study aims to fill the research gaps that have been identified and find
out the impact of prevailing organizational culture on employee engagement and intention to quit. Employee
engagement and organisational culture were anticipated to play a pivotal role in the connection among both
proactive health workers and their intention to quit as per the undertaken study. The study was conducted on
156 Doctors from several Saudi Arabian hospitals with more than two years of experience and was used as a
sample using purposive random sampling techniques. It was found that doctors are involved in experimentation
during the Covid which we believe was the need of the hour to experiment with various possible techniques and
tools for the sake of survival. Intellectual and affective engagement was also found to be high among doctors
and intention to quit the job was found to be at a moderate level. Intention to quit was found to be negatively
correlated with all the dimensions of employee engagement.
Key-Words: - Organizational culture, intention to quit, employee engagement, health workers, COVID-19.
Received: February 1, 2023. Revised: September 14, 2023. Accepted: September 21, 2023. Published: October 6, 2023.
1 Introduction
An organisation’s culture can have a significant
impact on the employees. An optimistic, open
culture can foster confidence and commitment
among employees, inspiring them to be passionate
about their work and dedication to the company.
Employees who are at ease inside the cultural
context are much more likely to have actively
involved in their role and the company, which can
lead to increased exuberance and productivity.
Employee engagement doesn't have any single,
universally accepted definition. The Chartered
Institute of Personnel and Development defines
employee engagement in three dimensions:
• Intellectual Engagement: Deliberately thinking
more about the job as well as how to perform
better. Intellectual engagement is an absorptive,
innovatively energised focus that results in a long-
term individual dedication to exploration,
exploration, problem-solving, and investigation.
• Affective Engagement: A positive outlook toward
doing a fine job.
Social Engagement entails actively taking
advantage of every opportunity to discuss
workplace advancements with co-workers.
Organizational Culture: The OCTAPACE culture is
defined by the presence of openness, potential
conflict, trust, integrity, assertiveness, autonomy,
collaborative effort, and experimentation, and it
addresses the magnitude to which these principles
are endorsed in the organisation, [1].
Openness and Risk Taking: Employees are free
to articulate their opinions, and the organisation is
keen to consider taking risks and trying new things
with new notions and methods of doing things.
Trust: Employees, departments, as well as
associated groups trust each other and can be
counted on to "do what they claim they would be
doing."
Pro-action: Employees seem to be action-oriented,
prepared to take the initiative, and demonstrate a
high threshold of pro-activity. They recognize the
problem and begin to act or respond quickly to
future demands.
Experimentation: Experimentation as a valuation
stresses the relevance of innovation and
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trying innovative approaches toward the problems
in the organisation.
Intention to quit: Intention to leave is described as
a sentient and purposive wish to leave an
organisation in the near future, and that is the final
step within the withdrawal cognition process, [2].
Employers are concerned about employees'
intentions to quit, either permanently or
temporarily, and perhaps to change jobs. When
employees do not care about their jobs, their ability
to focus and motivation are probably lost, which
results in a reduction in the organization's
productivity and efficiency. Many factors
contribute to employees' desire to leave the
organisation, such as employees' perceptions that
the organisation is no longer capable of meeting
their requirements. They show signs of dwindling
productivity levels, which will have an impact on
corporate activity disruption, such as steadily
increasing absenteeism, less enthusiasm, and a
steady decline in performance.
Employee intention towards quitting their job
is a major threat to the organization. Many factors
arise which may affect the intention of an employee
towards turnover. Turnover directly relates to the
performance or productivity of the organization in
other words, turnover might influence the status of
the organization. Intention can be defined as a
purpose that arises from within oneself toward
something. Whenever someone intends to do
something, they are more likely to do it. In, [3],
referencing previous researchers, stated that
intention is by far the most direct indicator of
actual behaviour. As a consequence, the intention
to quit is described as the precursor (embryo) to a
thorough standstill from a specific job. In, [4], the
authors describe that the intention is to halt the
manifestation of actual turnover. In, [5], the authors
discovered that intention to quit is the employee's
intended outcome to quit their job, either
completely or partially, in the coming days linked
to personal factors as with any organisation.
2 Review of Literature
According to, [6], the authors conducted a study to
determine the level of faculty involvement as well
as perception of the current organisational culture
and its relationship to one another. 221 faculty
members from varied NCAAA-accredited
universities in Saudi Arabia having more than two
years of experience were chosen as subjects for this
study, and data were collected using a survey
method as well as purposive random sampling
methodologies were induced for the study. It was
discovered that faculty members demonstrated an
elevated level of employee engagement and a
moderate level of organisational culture, resulting
in the University achieving world-class NCAAA
accreditation. The findings were also explained in
terms of specific demographic variables such as
gender, education level, and so on, and the results
were evaluated and recommendations were made
appropriately.
In, [7], the authors investigate the engagement
levels and intention to leave among the various
demographics of Islamic bank employees from
Brunei Darussalam. The study also looked at the
implications of employee engagement on employee
turnover intentions. The survey was completed by
119 bankers in total. Twelve expert Human
Resource Managers tailored survey items from
preceding literature and subjected them to the
Content Validity Index. Apart from income levels,
the findings show no substantial differences in
context to employee engagement and turnover
intentions among the various banker demographics.
Furthermore, employee engagement was
discovered to have a substantial impact on
respondents' turnover intentions. The mixed
findings of this study denote the need for further
research into employee engagement and turnover
intentions within the banking sector, especially in
Brunei Darussalam.
In, [8], the authors researched the buffering
effects of three different on-the-job embeddedness
elements using the conservation of resources theory
(fit, links, and sacrifice), and data were gathered
from banking officers mostly because the majority
of employees face a role ambiguity between family
obligation and job commitments, as banking is
regarded as one of the most stressful occupations.
They found role conflict has a significant impact on
the intention to leave an individual's job. In
addition, the study finds that on-the-job
involvement mediated the relationship for both role
conflict as well as an intention to leave. The
findings suggested that by increasing employee on-
the-job persistence, organisations can help decrease
turnover intention all through points of time of
work-life conflict.
In, [9], the authors investigated the impact of
employee engagement on the intention to leave and
assessed the mediating effect of psychological
empowerment under this connection. Using a
multi-stage cluster sampling method, data taken
from private sector 305 employees of Higher
Education Institutes (HEIs) in Pakistan were
investigated using hierarchical multiple regression
in IBM SPSS 25 as well as confirmatory factor
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analysis in IBM AMOS 26. The study's results
indicated the persistence of a rational and
confirmatory association between employee
engagement and turnover intention, as well as the
mediation of psychological empowerment. The
findings are significant for the body of information
and HEIs management and leadership because they
show that employers actually can minimise
turnover intention by increasing psychological
empowerment. The hypothesised connection is
underexplored in Pakistan, especially in higher
education institutes, with less attention being paid
to the research of psychological empowerment.
This study closes down the research gap.
In, [10], the authors explored the role of
employee engagement as a moderator in
transformative leadership and also the intention to
quit connection. The study's participants were
employees (both teaching and non-teaching
personnel) from three local community colleges
located in Pampanga, Philippines, who have been
chosen using a convenience sampling approach. To
measure the relationships between employee
engagement, transformative leadership, as well as
the intention to quit. The results of the study
indicated that transformative leadership has a
salient and negative impact on the intention to quit.
Furthermore, both transformative leadership, as
well as employee engagement, have a positive and
significant relationship. Both Employee
engagement, as well as intention to quit, were
found to be substantial and negatively correlated,
according to the findings. Employee engagement,
as per the mediation model, moderates the negative
connection between transformational leadership to
quit with a smaller sample size. The study's
organisational implications and future research
directions were also discussed.
In, [11], the authors explored the influence of
employee happiness in facilitating the impact of
work quality on employee intention to leave from
122 employees from four fast-food establishments
in Jordan as part of a sample. The data were
analysed utilising structural equation modelling
through the use of Smart-PLS3; the results
indicated that employee contentment and employee
intention to quit seemed to have substantial effects
on the quality of life. The first was a positive effect,
whereas the second was a negative one. Employee
happiness influenced employee intention to quit
substantially. As a result, the findings indicated that
employee happiness contributed a crucial
moderating effect in the effect of work-life
efficiency on employee intention to quit. It was
believed that the level of work-life is insufficient to
reduce employee intentions to leave, which means
that organisations should prioritise employee
happiness in order to guarantee the beneficial
influence of the standard of living and decrease
employee intention to leave.
Another study was carried out by, [12],
regarding better comprehending the reasons for
employee turnover as well as retention strategies in
an organisation. Crucial research findings show
that employees leave their jobs for a variety of
reasons, which include occupational stress, work
satisfaction, job security, work environment,
encouragement, wages, and rewards. Furthermore,
employee turnover has a significant impact on an
institution's high cost associated with employee
turnover and can have a negative impact on an
organization's performance, stability, competitive
intensity, and revenue growth. However, the
organisation must understand its employees'
requirements to implement a specific strategy to
enhance both employee performance and decrease
turnover. Thereby, implementing strategies will
increase individual and organisational job
satisfaction, motivation, and productivity, which
can minimise employment issues, absenteeism, and
turnover of employees.
In, [13], the authors investigated the impact of
job satisfaction and gender mostly on the
connection among both employee engagement as
well as intent to leave. The participants in this
research were all PT X employees. The Slovin
formula was used to determine the sample size of
121. The method of sampling used in the research
was convenience sampling. The collected data were
analysed using the Simple Mediation Analysis
Model along with Macro Process. According to the
findings of the study, job satisfaction has been
shown to act as a mediator in the relationship
between employee motivation and intent to quit,
which is mediated by gender.
In, [14], the authors discovered a link
between the paternalistic form of leadership,
organisational cynicism, and also the intention to
leave an individual's job among nursing staff. The
study's implementation phase was conducted out
here with nurses who work in a government
hospital in Mersin, Turkey on 215 nurses.
According to the study findings, the aspects of
organizational cynicism as well as paternalistic
leadership described 41.8 percent of the variance in
intention to leave. Furthermore, there have been
negative and substantial connections between both
paternalistic leadership and organisational cynicism
parameters. The participants' intention to quit
elevated as their preconceptions of behavioural and
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cognitive cynicism continued to increase.
Furthermore, as their preconceptions of
paternalistic leadership enhanced, so did their
cognitivism, effective, as well as their behavioural
cynicism. This study will assist healthcare
management teams in better comprehending how
paternalistic leadership seems to be associated with
organisational cynicism and also the desire to leave
one's job.
In, [15], the authors conducted a study on 106
employees working to find out the Impact of
Organizational Culture on Employee Engagement
and Effectiveness and found that organizations
having positive employee orientation wherein
employees are given freedom for experimentation
of various ideas and are consulted for decisions are
found to be engaged and can put extra efforts for
the fulfillment of the business goals.
In, [16], the authors presented the role of
organizational culture on employee engagement
and observed that using 152 education employees
found that several components of the OC are
significantly related to EE dimensions, such as
employee vigor, dedication, and absorption.
In, [17], the authors conducted a study on 254
Canadian employees from 18 small and medium
organizations. To address these objectives, path
analyses were conducted. Overall, we found that
teleworking, use of emotion, skill utilization, and
recognition appear to be key considerations for
organizations that wish to increase work
engagement and decrease intention to quit, in the
context of a pandemic paired with a labor shortage.
In, [18], the authors conducted a study on 563
employees to study the influence of the culture of
the organization, knowledge sharing, and employee
engagement on the employee work innovation at
the health social security organizing body and
found that the organization culture has direct
impact positive to the work employees innovation,
knowledge sharing a direct impact positive to the
work employees innovation, employee engagement
a direct impact positive to the work employees
innovation, the organization culture a direct impact
positive to the employee engagement, Knowledge
sharing a direct impact positive to the employee
engagement and the organization culture a direct
impact positively to the knowledge sharing.
In, [19], the authors examined the relationship
between corporate culture and employee
engagement among 267 employees in public sector
organizations of Ghana and found that achievement
and support cultures significantly cause employees
to be engaged in the public sector of Ghana whilst
power culture has a significant, but negative
relationship with employee engagement. The
relationship between role culture and employee
engagement is not significant.
In, [20], the authors conducted a study using
100 employees from various companies based on
the total student body size at each school to receive
the survey, and their findings revealed that
organizational culture has a significant mediation
role between employee dissatisfaction and turnover
intention and also the test results returned both
direct and indirect effects for all the relationships,
which indicated only partial mediation in all the
tested relationships.
In, [21], the authors found in their study that
Employee engagement and effectiveness could
prove to be an excellent parameters to assess the
health of the organization as such with regards to
satisfaction, innovation, commitment, retention,
and productivity. The top management of an
organization generally tends to have a large impact
on establishing a culture. Organizational culture
plays a vital role in engaging the employees and
enhancing their performance A good
organizational culture always considered the
employees as an integral part of the growth process
of the organization. An organization fosters
employee commitment toward the organization.
Employees align their goals and objectives with
organizational goals and feel responsible for the
overall well-being of the organization
3 Methodology
Sample: Doctors from multiple Saudi Arabian
hospitals having experience of two years or more
have been used as subjects. The questionnaire was
administered to 180 participants. The purposive
random sampling method was used by doctors in
different hospitals, but of 180 distributed
questionnaires only 161 finished responses were
handed back. Following a review of the completed
questionnaires, 156 of them had been observed to
be fully functional in every way and were being
used for the research topic.
Tools Used:
• Organizational Culture: In their research, [1],
used the OCTAPACE profile, which is a 40-item
instrument that provides a profile of organisational
ethos in eight values and based on 5 point scale.
• Employee Engagement Scale: The ISA
Engagement Scale had been used by, [22]. The
scale has nine items and distinguishes three types
of employee engagement.
• Intention to Quit Scale: A scale developed by
[23], was used to evaluate intention to quit. Three
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items on the scale evaluated employee intent to quit
their job company.
Procedure: Doctors from multiple hospitals in
Saudi Arabia were chosen as a sample based on
data availability, expense cost, and proximity for
data gathering. Only Doctors having expertise of
two years or more were considered. The data was
gathered through the use of the survey research
method as well as the Monkey Survey techniques.
The researcher approached every one of the survey
participants and accumulated data via a
questionnaire. Participants were requested to
complete the questionnaire after meticulously
following the instructions on every scale
independently. They have also been re-assured in
terms of their confidentiality in the context of their
comments and replies.
Analysis of the data: To fulfill the goals of the
research, the accumulated data were tabulated
according to the research design, and appropriate
statistical techniques such as Mean, Median,
Standard deviation (S.D.), statistical correlation, t-
test / Z score, etc have been utilised using
SPSS software and tools.
4 Results of the Analysis and
Discussion:
As depicted in Table 1 given above, the results
showcase that doctors have shown a greater level of
dedication during the deadly pandemic Covid19. It
was observed that the doctors are showing a greater
level of associated intellect and affective
engagement as well as a moderate level of social
engagement. It indicates that they are putting a lot
of effort into their work and trying to improve their
performance. As a direct consequence of this
persistent sense of personal responsibility
dedicated to exploration, investigation, problem-
solving, and introspection, this level of intellectual
involvement is also a representation of a creatively
exhilarating focus that has been sustained over
time. When it comes to social involvement,
moderate involves directly taking advantage of
workplace discussions about how to make things
better. Thus, this moderate level of engagement on
the dimension of social engagement may be
attributed to social distancing and other precautions
in terms of interacting with people. It was also
found from Table 1 one that the doctors are
showing a very low level of intention to quit their
job in spite of the fact that during the pandemic the
situation was highly volatile and risky at the
workplace but doctors are not intending to leave
may be because they engage with the job as well as
organization.
As well the perception of doctors on
organizational culture is concerned it was found
that experimentation means employees,
departments, and groups support each other enough
to be relied on doing whatever they assume they
would do for the greater good of the organization.
Pro-action, which was discovered to be third,
exemplifies that doctors are pro-actively focused,
willing to accept the initiative, and exhibit a high
extent of pro-activity, as well as anticipate
challenges and act or react appropriately
anticipating future necessities. It was discovered
that the aspects Employees started to feel free to
convey their suggestions, and the organisation was
willing to take chances and tinker with fresh
thoughts and newer innovative strategies of doing
things, so this centrist level of candor and
impulsiveness can be credited to the innovativeness
of the situation at the moment due of epidemics and
very little experience and understanding in dealing
with one of the most critical global epidemics of all
time.
Table 1. Showing Descriptive Statistics as Mean and SD for the whole sample (N = 156)
Content
Mean
Std. Deviation
Intellectual Engagement
12.87
2.44
Social Engagement
9.96
2.78
Affective Engagement
11.75
2.51
Intention to quit
5.94
3.09
Openness and Risk Taking
17.33
3.39
Trust
18.27
3.34
Pro-Action
18.24
2.80
Experimentation
18.30
2.69
Source: Compiled and computed by the researcher
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Table 2. Showing Correlations Matrix of Variables studied on the whole sample (N = 156)
Inte
llec
tual
Eng
age
me
nt
Soc
ial
Eng
age
me
nt
Aff
ecti
ve
Eng
age
me
nt
INT
EN
TIO
N
TO
QU
IT
Ope
nne
ss
Tru
st
Pro
-
acti
on
Exp
eri
me
ntat
ion
Intellectual
Engagement
1
Social
Engagement
.35**
1
Affective
Engagement
.49**
.41**
1
Intention to
quit
-.21**
1
-.20*
-.50**
Openness
.21**
.36**
.33**
-.05
1
Trust
.25**
.36**
.38**
-.13
.62**
1
Pro-action
.14
.18*
.16*
.01
.48**
.58**
1
Experiment
ation
.21**
.23**
.33**
-.02
.41**
.51**
.47**
1
**. correlation significance at 0.01 of significance level
*. correlation significance at 0.05 of significance level
Source: Compiled and computed by the researcher
The Correlations among multiple variables
have been procured in order to determine the
phenomenon of the relationships among multiple
variables considered. These correlation coefficients
aid in determining whether different variables have
a propensity to move in either the same direction or
opposite directions. Correlations also aid in
determining whether the data collected has severe
multicollinearity. Table 2 above details the
correlation among the variables under study. The
Pearson correlations between each pair of variables
highlight that the highest correlation coefficient has
been found between the trust and openness
variables is 0.62, but it is lower than 0.80. So,
results reveal that multicollinearity is unlikely to be
a problem. The results highlight that there is a low
level of collinearity between variables. So, the
above correlation matrix highlights that the
problem of multicollinearity is ruled out in the
present regression analysis.
Table 3 showcases that male and female
doctors exhibit no variation in contexts of mean
value on the measurements of Social and Affective
involvement but do show a disparity in contexts of
mean value just on the aspect of Intellectual
engagement, and then here male doctors exhibit a
higher level of dedication than their female
contemporaries, and the discrepancies were found
to be substantial at. 0.05 significance level.
Whereas n the factors of job intent to leave, both
male and female doctors seem to have a low level
of intent to leave. On the aspect of organizational
culture, it was observed that both male and female
doctors displayed a greater level of satisfaction
when it came to Trust, Pro-action as well
as Experimentation and also a moderate degree of
satisfaction in context to open-mindedness and
willingness to take a risk and there are no
substantial differences in perceived notion between
the male and female doctors in connection to any
organisational culture dimensions.
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Table 3. Showing Mean, SD., and Z- the value of variables studied between Male and Female Doctors
GENDER
N
Mean
Std. Deviation
Z-Score
Intellectual Engagement
MALE
46
13.52
1.57
2.14**
FEMALE
110
12.60
2.69
Social Engagement
MALE
46
9.54
2.84
1.23
FEMALE
110
10.14
2.74
Affective Engagement
MALE
46
11.54
2.56
.68
FEMALE
110
11.84
2.49
Intention to quit
MALE
46
5.82
3.02
.31
FEMALE
110
6.00
3.13
Openness and risk-taking
MALE
46
17.13
3.23
.48
FEMALE
110
17.41
3.46
Trust
MALE
46
18.30
2.65
.06
FEMALE
110
18.26
3.60
Pro-action
MALE
46
17.95
2.03
.82
FEMALE
110
18.36
3.07
Experimentation
MALE
46
18.36
2.06
.20
FEMALE
110
18.27
2.93
**. correlation significance at 0.01 of significance level
*. correlation significance at 0.05 of significance level
Source: Compiled and computed by the researcher
Table 4. Showing Mean, Sds. and Z- the value of variables studied between High and Low Age Group Doctors
Total
Age group
N
Mean
Std. Deviation
Z Score
Intellectual Engagement
20-45
109
12.79
2.67
.66
more than 45
47
13.08
1.84
Social Engagement
20-45
109
9.63
2.81
2.42**
more than 45
47
10.80
2.57
Affective Engagement
20-45
109
11.51
2.58
2.01**
more than 45
47
12.34
2.27
Intention to quit
20-45
109
5.66
2.97
1.50
more than 45
47
6.47
3.22
Openness and risk-taking
20-45
109
17.11
3.46
1.14
more than 45
47
17.80
3.22
Trust
20-45
109
18.33
3.36
.26
more than 45
47
18.17
3.34
Pro-action
20-45
109
18.19
3.09
.35
more than 45
47
18.36
2.04
Experimentation
20-45
109
18.22
2.70
.72
more than 45
47
18.56
2.68
**. correlation significance at 0.01 of significance level
*. correlation significance at 0.05 of significance level
Source: Compiled and computed by the researcher
As shown in Table 4, doctors with a higher age
have a greater level of affective and social
engagement than doctors with lower age, and the
disparities were considered to be significant at
the.05 significance level. On the aspect of Intention
to Quit, both the lower and higher age category
doctors have low levels of having any intention to
quit, with no notable difference on this aspect.
Similarly, the sequence of perception is still the
same among both lower and higher age category
doctors across all four dimensions of organisational
cultures, such as openness and taking risks, trust
and confidence, pro-action, and experimentation,
and the sequence of perception is same as well and
no sign of difference was observed. This indicates
that the doctors are having the same kind of
perception about prevailing organizational culture
irrespective of age.
As per Table 5 set out above all the dimensions
of employee engagement the doctors with
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bachelor's and master’s degrees are showing high
levels of engagement and are not showing any kind
of significant difference in terms of mean value.
Also on the dimension of intention to quit both
groups are showing low levels of intention. While
on the dimension of organizational culture both the
group of doctors are showing the same level of
perception and there is no significant differences
were found. This indicates that doctors irrespective
of their qualifications have the same perception of
organizational culture, low level of intention to
quit, and engagement was found to be moderate.
Table 5. Showing Mean, SD., and Z- value of variables studied between Bachelor and masters qualification of
doctors
Total
QUALIFICATION
N
Mean
Std.
Deviation
Z Score
Intellectual Engagement
Bachelor&M
54
12.59
2.65
1.04
PHD&BC
102
13.02
2.33
Social Engagement
Bachelor & M
54
9.63
2.67
1.11
PHD&BC
102
10.16
2.84
Affective Engagement
Bachelor& M
54
11.30
2.63
1.72
PHD&BC
102
12.03
2.41
Intention to quit
Bachelor&M
54
6.57
3.37
1.84
PHD&BC
102
5.60
2.92
Openness and risk-
taking
Bachelor&M
54
16.98
3.48
.94
PHD&BC
102
17.52
3.37
Trust
Bachelor&M
54
17.84
3.62
1.23
PHD&BC
102
18.54
3.18
Pro-action
Bachelor&M
54
18.38
3.25
.41
PHD&BC
102
18.18
2.58
Experimentation
Bachelor&M
54
18.00
3.38
1.09
PHD&BC
102
18.50
2.25
**. correlation significance at 0.01 of significance level
*. correlation significance at 0.05 of significance level
Source: Compiled and computed by the researcher
Table 6. Showing Mean, Sds. and Z- value of variables studied to compare the experience of doctors
Total
WORK
EXPERIENCE
N
Mean
Std. Deviation
Z Score
Intellectual
Engagement
less than 5 years
41
11.87
3.228
3.04*
more than 5 years
115
13.20
2.01
Social Engagement
less than 5 years
41
9.02
2.76
2.61**
more than 5 years
115
10.33
2.70
Affective Engagement
less than 5 years
41
10.85
2.89
2.67
more than 5 years
115
12.06
2.30
Intention to quit
less than 5 years
41
5.47
3.10
1.17
more than 5 years
115
6.13
3.08
Openness
less than 5 years
41
16.70
3.89
1.40
more than 5 years
115
17.57
3.19
Trust
less than 5 years
41
17.42
3.76
.01
more than 5 years
115
18.63
3.08
Pro-action
less than 5 years
41
17.82
3.35
1.38
more than 5 years
115
18.49
2.32972
Experimentation
less than 5 years
41
17.17
3.02
3.14*
more than 5 years
115
18.69
2.48
**. correlation significance at 0.01 of significance level
*. correlation significance at 0.05 of significance level
Source: Compiled and computed by the researcher
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.189
Ameen Alharbi
E-ISSN: 2224-2899
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Volume 20, 2023
Table 6 shows that doctors having more
experience have higher levels of employee
engagement on the dimensions of intellectual,
affective, and also social engagement than doctors
having lesser experience, and the disparities were
considered to be significant. 01 significance level.
On the aspect of intention to quit, it was observed
that both the doctor groups demonstrated a
significantly low intention to quit the job
showing no substantial differences. On the aspect
of organizational culture, it was discovered that
doctors who had a higher experience tended to have
a good degree of experimental research, which
means that a value highlighted the significance
provided to the advancement and attempting out
newer methods of dealing with complications in the
organisation when compared to doctors having
a lower level of experience and that was need of the
hour because of Covid-19 like situations. While on
the remaining three dimensions of organizational
culture, the differences were not found to be
significantly different.
5 Conclusion and Recommendations
It was observed that the doctors are showing a high
level of intellectual and affective engagement as
well as a moderate level of social engagement. It
indicates that doctors are putting a lot of effort into
their work and trying to improve their engagement
as well as social engagement is a concern which
were found to be moderate may be because of
social distancing and other precautions in terms of
interacting with people. It was also found that the
doctors are showing a very low level of intention to
quit their job in spite of the fact that during the
pandemic the situation was highly volatile and
risky at the workplace doctors are not intending to
leave their job may be because of their engagement
with the job as well as organization. As well the
perception of doctors on organizational culture is
concerned it was found that experimentation means
employees, departments, and groups support each
other enough to be relied on doing whatever they
assume they would do for the greater good of the
organization also doctors are pro-actively focused,
willing to accept the initiative and exhibit a high
extent of pro-activity, as well as anticipate
challenges and act or react appropriately
anticipating future necessities. It was discovered
that the aspects of openness Employees started to
feel free to convey their suggestions, and the
organisation was willing to take chances and tinker
with fresh thoughts and newer innovative strategies
of doing things. Doctors having more experience
tend to have higher levels of employee involvement
in the aspects of intellectual intelligence, affective,
and social connection than doctors having lesser
experience, and the differences are substantial.
Both groups demonstrated a minimal intention to
quit the aspect of intention to quit, displaying no
substantial differences. When attempting to
compare doctors having the higher experience to
doctors having lower experience, it was observed
that doctors having higher experience tend to
exhibit a higher level of experimentation on the
aspect of experimentation, which indicates a value
highlights the importance provided to advancement
and attempting newer methods to deal with
organizational problems.
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Contribution of Individual Authors to the
Creation of a Scientific Article (Ghostwriting
Policy)
The authors equally contributed in the present
research, at all stages from the formulation of the
problem to the final findings and solution.
Sources of Funding for Research Presented in a
Scientific Article or Scientific Article Itself
No funding was received for conducting this study.
Conflict of Interest
The authors have no conflict of interest to declare.
Creative Commons Attribution License 4.0
(Attribution 4.0 International, CC BY 4.0)
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Creative Commons Attribution License 4.0
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WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.189
Ameen Alharbi
E-ISSN: 2224-2899
2187
Volume 20, 2023